Command Post Organization and Operations

This appendix describes how commanders organize their headquarters into command
posts (CPs) during the conduct of operations. It describes how commanders further
cross-functionally organize the staff within CPs into functional and integrating cells.
Next, this chapter provides guidelines for CP operations to include the importance of
establishing standing operating procedures, battle rhythm, and meetings, including
working groups and boards. For specific guidance on CP organization by echelon or
type of unit, see the corresponding field manual. For headquarters serving as a joint
task force headquarters, see JP 3-33.

COMMAND POST ORGANIZATION

A-1. Staffs at every echelon are structured differently; however, all staffs are similar. A commanders staff
includes a chief of staff (COS) or executive officer (XO) and various staff sections. A staff section is a
grouping of staff members by area of expertise under a coordinating, special, or personal staff
officer. The number of coordinating, special, and personal principal staff officers and their corresponding
staff sections varies by type of unit and echelon. FM 6-0 details the duties and responsibilities of the
coordinating, special, and personal staff.
A-2. In operations, effective command and control (C2) requires continuous, and often immediate, close
coordination, synchronization, and information sharing across staff sections. To promote this, commanders
cross-functionally organize elements of staff sections in CPs and CP cells. Additional staff integration
occurs in meetings, including working groups and boards.

COMMAND POSTS
A-3. A command post is a unit headquarters where the commander and staff perform their
activities. The headquarters design of the modular force, combined with robust communications, gives
commanders a flexible C2 structure consisting of a main CP, a tactical CP, and a command group for
brigades, divisions, and corps. Combined arms battalions are also resourced with a combat trains CP and a
field trains CP. Theater army headquarters are resourced with a main CP and a contingency CP. See
appropriate echelon manuals for doctrine on specific CP and headquarters organization.
A-4. Each CP performs specific functions by design as well as tasks the commander assigns. Activities
common in all CPs include
Maintaining running estimates and the common operational picture.
Controlling operations.
Assessing operations.
Developing and disseminating orders.
Coordinating with higher, lower, and adjacent units.
Conducting knowledge management and information management. (See FM 6-01.1.)
Performing CP administration.

Main Command Post

A-5. The main command post is a command and control facility containing the majority of the staff
designed to control current operations, conduct detailed analysis, and plan future operations. The
main CP is the units principal CP. It includes representatives of all staff sections and a full suite of
information systems to plan, prepare, execute, and assess operations. It is larger in size and staffing and less
Appendix A
A-2 FM 5-0 26 March 2010

mobile than the tactical CP. The COS (XO) leads and provides staff supervision of the main CP. Functions
of the main CP include
Controlling and synchronizing current operations.
Monitoring and assessing current operations (including higher and adjacent units) for their
impact on future operations.
Planning operations, including branches and sequels.
Assessing the overall progress of operations.
Preparing reports required by higher headquarters and receiving reports for subordinate units.
Providing a facility for the commander to control operations, issue orders, and conduct
rehearsals.

Tactical Command Post

A-6. The tactical command post is a command and control facility containing a tailored portion of a
unit headquarters designed to control portions of an operation for a limited time. Commanders
employ the tactical CP as an extension of the main CP to help control the execution of an operation or a
specific task, such as a gap crossing, a passage of lines, or an air assault operation. Commanders may
employ the tactical CP to direct the operations of units close to each other. This can occur for a relief in
place. The tactical CP may also control a special task force or a complex task, such as reception, staging,
onward movement, and integration.
A-7. The tactical CP is fully mobile. As a rule, it includes only the Soldiers and equipment essential to the
tasks assigned. The tactical CP relies on the main CP for planning, detailed analysis, and coordination. A
deputy commander or the operations officer leads the tactical CP.
A-8. When employed, tactical CP functions include the following:
Monitor and control current operations.
Provide information to the common operational picture.
Assess the progress of operations.
Monitor and assess the progress of higher and adjacent units.
Perform short-range planning.
Provide input to targeting and future operations planning.
Provide a facility for the commander to control operations, issue orders, and conduct rehearsals.
A-9. When the commander does not employ the tactical CP, the staff assigned to it reinforces the main
CP. Unit standing operating procedures (SOPs) should address the specifics for this, including procedures
to quickly detach the tactical CP from the main CP.

Command Group
A-10. A command group consists of the commander and selected staff members who accompany
commanders and enable them to exercise command and control away from a command post. The
command group is organized and equipped to suit the commanders decisionmaking and leadership
requirements. It does this while enabling the commander to accomplish critical C2 functions anywhere in
the area of operations. The command group consists of critical staff officers necessary to assist the
commander in directly influencing the ongoing operation.
A-11. Command group personnel includes staff representation that can immediately affect current
operations, such as maneuver, fires (including the air liaison officer), and intelligence. The mission and
available staff, however, dictate the command groups makeup. For example, during a deliberate breach,
the command group may include an engineer and an air defense officer. When visiting a dislocated
civilians collection point, the commander may take a translator, civil affairs operations officer, a medical
officer, and a chaplain.
A-12. Divisions and corps headquarters are equipped with a mobile command groups. The mobile
command group serves as the commanders mobile CP. It consists of ground and air components. The
ground component contains vehicles configured with Army Battle Command System multifunctional
Command Post Organization and Operations
26 March 2010 FM 5-0 A-3

displays and communications equipment. The air component includes a UH-60A/L equipped with the
Army Airborne Command and Control System. The mobile command groups mobility allows
commanders to move to critical locations to personally assess a situation, make decisions, and influence
operations. The mobile command groups information systems and small staff allow commanders to do this
while retaining communication with the entire force.

Early-Entry Command Post

A-13. While not part of the units table of organization and equipment, commanders can establish an earlyentry
command post to assist them in controlling operations during the deployment phase of an operation.
An early-entry command post is a lead command and control element of a headquarters designed to
control operations until the remaining portions of the headquarters are deployed and operational.
The early-entry command post normally consists of personnel and equipment from the tactical CP with
additional intelligence analysis, planners, and other staff officers from the main CP based on the situation.
A-14. The early-entry command post performs the functions of the main and tactical CPs until those CPs
are deployed and fully operational. A deputy commander, COS (XO), or operations officer normally leads
the early-entry command post.

COMMAND POST CELLS AND STAFF SECTIONS

A-15. Within the CP, commanders organize elements of staff sections into CP cells. A command post cell

is a grouping of personnel and equipment organized by warfighting function or by planning horizon

to facilitate the exercise of command and control. CP cells are formed from staff elementspersonnel
and equipment from staff sections. For example, the current operations integration cell contains elements
from nearly all staff sections of a headquarters.
A-16. While each echelon and type of unit organizes CPs differently, two types of CP cells exist: functional
and integrating. (See figure A-1.) Functional cells group personnel and equipment by warfighting function.
Integrating cells group personnel and equipment to integrate the warfighting functions by planning horizon.
Figure A-1. Functional and integrating cells
Appendix A
A-4 FM 5-0 26 March 2010

Functional Cells
A-17. Functional cells coordinate and synchronize forces and activities by warfighting function. The
functional cells within a CP are intelligence, movement and maneuver, fires, protection, sustainment, and
command and control. Echelons above brigade are resourced to establish all six functional cells described
in paragraphs A-18 through A-23. See appropriate brigade and battalion manuals for specifics on the
functional cells at those levels.
Intelligence Cell
A-18. The intelligence cell coordinates activities and systems that help commanders understand the enemy,
terrain and weather, and civil considerations. The intelligence cell requests, receives, and analyzes
information from all sources to produce and distribute intelligence products. This includes tasks associated
with intelligence preparation of the battlefield and intelligence, surveillance, and reconnaissance. Most of
the intelligence staff section resides in this cell. The units intelligence officer leads this cell.
Movement and Maneuver Cell
A-19. The movement and maneuver cell coordinates activities and systems that move forces to achieve a
position of advantage in relation to the enemy. This includes tasks associated with combining forces with
direct fire or fire potential (maneuver) and force projection (movement) related to gaining a positional
advantage over an enemy. Elements of the operations, airspace command and control, aviation, engineer,
geospatial information and service, and space staff sections form this cell. The units operations officer
leads this cell. Staff elements in the movement and maneuver cell also form the core of the current
operations integration cell. (See paragraphs A-30 through A-32.)
Fires Cell
A-20. The fires cell coordinates activities and systems that provide collective and coordinated use of Army
indirect fires, joint fires, and C2 warfare through the targeting process. The fires cell consists of elements of
fire support, Air Force (or air component), and electronic warfare staff section. The units chief of fires (or
fire support officer brigade and below) leads this cell.
Protection Cell
A-21. The protection cell coordinates the activities and systems that preserve the force through composite
risk management. This includes tasks associated with protecting personnel, physical assets, and
information. Elements of the following staff sections form this cell: air and missile defense; chemical,
biological, radiological, nuclear, and high-yield explosives; engineer; operations security; personnel
recovery; force health protection; and provost marshal. Additionally, a safety officer is assigned at theater
army and is often augmented as required down to the brigade level. The protection cell coordinates with the
signal staff section in the C2 cell to further facilitate the information protection task. The chief of protection
leads this cell.
Sustainment Cell
A-22. The sustainment cell coordinates activities and systems that provide support and services to ensure
freedom of action, extend operational reach, and prolong endurance. It includes those tasks associated with
logistics, personnel services, and Army health system support. The following staff sections form this cell:
personnel, logistics, financial management, engineer, and surgeon. The chief of sustainment (or logistics
officer brigade and below) leads this cell.
Command and Control Cell
A-23. The C2 cell is made up of the signal, information engagement, and civil affairs operations staff
sections. The C2 cell is unique since it is not responsible for all the tasks associated to the C2 warfighting
functions. For example, execution of the operations process primarily occurs in the plans, future operations,
and current operations integration cells. The C2 cell is also unique in that the staff sections that reside in
this cell report directly to the COS and not through a cell chief.

Command Post Organization and Operations

26 March 2010 FM 5-0 A-5

Integrating Cells
A-24. Whereas functional cells are organized by warfighting functions, integrating cells coordinate and
synchronize forces and warfighting functions within a specified planning horizon and include the plans,
future operations, and current operations integration cells. A planning horizon is a point in time
commanders use to focus the organizations planning efforts to shape future events. The three
planning horizons are long, mid, and short. Generally, they are associated with the plans cell, future
operations cell, and current operations integration cell respectively. Planning horizons are situationdependent;
they can range from hours and days to weeks and months. As a rule, the higher the echelon, the
more distant the planning horizon with which it is concerned. (See chapter 2 for a discussion of planning in
time.)
A-25. Not all echelons and types of units are resourced for all three integrating cells. Battalions, for
example, combine their planning and operations responsibilities in one integrating cell. The brigade combat
team has a small, dedicated plans cell but is not resourced for a future operations cell. Divisions and above
are resourced for all three integrating cells as shown in figure A-2.
Figure A-2. Integration of plans, future operations, and current operations

Plans Cell
A-26. The plans cell is responsible for planning operations for the long-range planning horizons. It prepares
for operations beyond the scope of the current order by developing plans and orders, including branch plans
and sequels. The plans cell also oversees military deception planning.
A-27. The plans cell consists of a core group of planners and analysts led by the plans officer (or the
operations officer at battalion level). All staff sections assist as required. Whereas a brigade has a small,
dedicated plans cell, the majority of its staff sections balance their efforts between the current operations
Appendix A
A-6 FM 5-0 26 March 2010

integration and plans cells. Battalions are not resourced for a plans cell. Planning in combined arms
battalions occurs in the current operations integration cell.

Future Operations Cell

A-28. The future operations cell is responsible for planning operations in the mid-range planning horizon. It
focuses on adjustments to the current operationincluding the positioning or maneuvering of forces in
depththat facilitates continuation of the current operation. The cell consists of a core group of planners
led by an assistant operations officer (the chief of future operations). All staff sections assist as required.
Divisions and above headquarters have a future operations cell. Battalion and brigade headquarters do not.
A-29. In many respects, the future operations cell serves as a fusion cell between the plans and current
operations integration cells. The future operations cell monitors current operations and determines
implications for operations within the mid-range planning horizon. In coordination with the current
operations integration cell, the future operations cell assesses whether the ongoing operation must be
modified to achieve the current phases objectives. Normally, the commander directs adjustments to the
operation, but the cell may also recommend options to the commander. Once the commander decides to
adjust the operation, the cell develops the fragmentary order necessary to implement the change. The future
operations cell also participates in the targeting working group since the same planning horizons normally
concern them both. The future operations cell updates and adds details to the branch plans foreseen in the
current operation and prepares any orders necessary to implement a sequel to the operation.

Current Operations Integration Cell

A-30. The current operations integration cell is the focal point for the execution of the operations. This
involves assessing the current situation while regulating forces and warfighting functions in accordance
with the mission, commanders intent, and concept of operations.
A-31. The current operations integration cell displays the common operational picture and conducts shift
changes, assessments, and other briefings as required. It provides information on the status of operations to
all staff members and to higher, subordinate, and adjacent units. The operations synchronization meeting is
the most important event in the battle rhythm in support of the current operation.
A-32. The operations officer leads the current operations integration cell and is aided by an assistant
operations officer (the chief of operations). The movement and maneuver cell forms the core of the current
operations integration cell. Elements or watch officers from each staff section and liaison officers from
subordinate and adjacent units form the remainder of the cell. All staff sections are represented in the

current operations integration cell, either permanently or on call. (Chapter 5 discusses execution with a
focus on the current operations integration cell.)

Staff Sections
A-33. Not all staff sections reside in one of the functional or integrating cells. Personal staff officers and
their associated staff sections, such as the inspector general and public affairs staff sections, are examples.
Special staff sections such as the operations research/systems analysis, red team, and knowledge
management are other examples. These staff sections maintain their distinct organizations. They operate in
different CP cells as required and coordinate their activities in the various meetings established in the units
battle rhythm.

COMMAND POST OPERATIONS

A-34. Units must man, equip, and organize command posts to control operations for extended periods.
Command post personnel, information systems, and equipment must be able to support 24-hour operations
while in continuous communication with all subordinate units and higher and adjacent units. Commanders
arrange CP personnel and equipment to facilitate internal coordination, information sharing, and rapid
decisionmaking. They also ensure they have procedures to execute the operations process within the
Command Post Organization and Operations
26 March 2010 FM 5-0 A-7

headquarters to enhance how they exercise C2. Commanders use the following to assist them with effective
CP operations:
Command and control SOPs.
Battle rhythm.
Meetings.

COMMAND AND CONTROL STANDING OPERATING PROCEDURES

A-35. Command and control SOPs assist with effective C2. These SOPs serve two purposes. Internal SOPs
standardize each CPs internal operations and administration. External SOPs developed for the entire force
standardize interactions among CPs and between subordinate units and CPs. For SOPs to be effective, all
Soldiers must know their provisions and train to their standards. See FM 7-15 for details on the task and
subtasks of Conduct Command Post Operations.
A-36. Each CP should have SOPs that address the following:
Organization and setup.
Staffing and shifts plans.
Eating and sleeping plans.
Physical security and defense.
Priorities of work.
Equipment and vehicle maintenance.
Loading plans and equipment checklists.
Orders production and dissemination procedures.
Journals and log maintenance.
A-37. In addition to these SOPS, each CP requires
CP battle drills.
Shift-change briefings.
Reports and returns.
Operation update and assessment briefings.
Operations synchronization meeting.
Transferring control between CPs.

Command Post Battle Drills

A-38. Each CP requires procedures to react to a variety of situations. Specific actions taken by a CP should
be defined in its SOPs and rehearsed during training and operations. Typical CP battle drills include
React to an air attack.
React to a ground attack.
React to a chemical attack.
React to indirect fire.
React to jamming or suspected communications compromise.
Execute time-sensitive targets.
Execute a close air support or joint fires mission.

React
React
React
React

to a mass casualty incident.

to a civil riot or incident.
to significant collateral damage.
to a misinformation incident.

Shift-Change Briefings
A-39. During continuous operations, CPs operate in shifts. To ensure uninterrupted operations, staffs
execute a briefing when shifts change. Depending on the situation, it may be formal or informal and include
the entire staff or selected staff members. Normally it is done face-to-face among key CP leaders. The COS
Appendix A
A-8 FM 5-0 26 March 2010

(XO) oversees the briefing, with participants briefing their areas of expertise. The briefings purpose is to
inform the incoming shift of
Current unit status.
Significant activities that occurred during the previous shift.
Significant decisions and events anticipated during the next shift.
The commander may attend and possibly change the focus of the briefing. If the commander issues
guidance or makes a decision, issuing a fragmentary order may be necessary.
A-40. The shift-change briefing format and emphasis change based on the situation. For example, the
format for a force supporting civil authorities in a disaster area differs from one for a force conducting
offensive operations abroad. To facilitate a quick but effective shift-change briefing, unit SOPs should
contain tailored formats.
A-41. The shift-change briefing provides a mechanism to formally exchange information periodically
among CP staff members. However, CP staff members share information throughout the shift. They
coordinate activities and inform each other continuously. Information that answers a commanders critical
information requirement and exceptional information is given to the commander immediately. Information
that can potentially affect the entire force is disseminated to the commander, higher headquarters, and
subordinate units as the situation dictates. Situational understanding for CP staff members includes
knowing who needs what relevant information and why they need it. CP staff members exercise initiative
when they ensure relevant information gets